Increasing turnaround efficiencies at speed

Increasing turnaround efficiencies at speed

The Challenge

Our client is one of the world’s largest energy companies and is driving a companywide standardisation initiative to realise operational efficiencies and meet its production demand requirements.
It was identified that one of the key business areas primed for standardisation is Turnarounds (TAR) – the critical exercises that need to be completed quickly and efficiently to minimise the cost and disruption caused by shutting down operations. By integrating systems and aligning technology platforms for TAR, our client would have iterative and repeatable processes across its refineries to:
  • Enable a reusable, scalable integration approach to deliver real time value and benefits across global assets, teams, business areas and sites
  • Strengthen the integrity, reliability and availability of essential business information
  • Change the way they work, where digital execution becomes business execution
  • Allow for substantial time, financial and team efficiencies across their entire downstream refining value chain


Driving Shutdown/Turnaround Efficiencies Across 8 Refineries Through Integration
To improve turnaround times and data, our client wanted to integrate business critical systems across their global operations. This would minimise inefficiencies such as:
  • Reliance on spreadsheets and manual data entry
  • Possibility of incorrect orders, scheduling, and financial inputs
  • Omission of key processes. 
Prometheus Groups ‘Roser suite®’ was already selected as the preferred software for standardising the preparation and execution of their plant turnarounds and had previously been installed. However, it was configured in standalone mode and was not integrated with other systems.
With an understanding that our client would benefit from having business critical information automatically integrated, enabling better management of critical turnaround activities, the Roser Integration initiative was kicked off with the following key objectives:
  • Bring digital execution to the forefront of the business with speed to delivery and outcomes.
  • Eliminate manual workflows, reliance on spreadsheet and align, disparate data sources.
  • Plan and execute a turnaround prototype at one site to then leverage across the globe in 8 sites - reducing turnaround cost, disruption and duration across the business.
  • Leverage” fit for purpose” technologies and applications such as Roser and MuleSoft to seamlessly integrate processes and take advantage of data from systems such as SAP enterprise resource planning systems (procurement), IBM Maximo maintenance management systems and Oracle Primavera scheduling systems.

The Solution

Our client wanted a strategic partner who would be with them the entire journey and be embedded into their organisation to ensure a successful outcome that would provide ongoing benefit.
Working with our clients TAR planners, operators, Superintendents, technical system administrators and business teams, we aligned the operational and TAR related business processes to create a solution.
We tested the centralised data and integrated it with business processes (eliminating the reliance on spreadsheets) and also standardised on MuleSoft – an integration software platform – to power the exercise.
“The client knew we understood the underlying systems and how to access the data correctly,” says Greg Pattinson, Solution Architect, Denver. “the client asked us to complete a proof of concept to demonstrate our ability to complete the integration from not only the technology delivery front but the organisational enablement angle too.”
The work entailed integrating Roser with business-critical systems - SAP, IBM Maximo and Oracle Primavera - to create a seamless data architecture to support turnaround activities. Leveraging API led design and architecture meant the protype site could be rolled out and validated before integrating Roser across the eight global locations - identifying gaps in sites and systems and bringing standardization to lift and shift the work done at the prototype site and quickly deliver value to the other sites.  
“Across these 8 sites, their data sources may be modelled just a little bit differently, but we don’t have to get to every site to understand their data mapping before we are able to deliver our first piece of value. As we extend to sites, we just re-configure our application through CICD principles and roll out that way. This makes life easy for the client and lets us deliver outcomes very quickly.”
The initial engagement only required Denver to interface master data – including inventory holdings and functional locations, such as where equipment is required in a plant, where the equipment is located and what type of equipment is required – from one place to another. However, as results were delivered, the client increased the scope of the project to other data sources, including transactional data. In addition, there is now bi-directional data flow between Roser and the other business systems. 


Getting to Value Instantly
Denver’s domain knowledge of the oil and gas environment, its technical skills in both the platform (MuleSoft) and the underlying source and target systems, as well as the use of Agile methodology to deliver the work in two week sprints gives the client instant value.
“We help determine whether data should be integrated in the format it is in, or whether the operator first needs to clean the data,” explains Pattinson. “If you perform integrations against all the data scenarios in the source system, you end up coding for a lot of scenarios you simply don’t need to code for.
“So we can look at the source system, help the organisation understand what it needs to clean in that system and help it perform that clean a lot quicker than if it tried to do so itself.”
The success so far has seen the client give the go-ahead for Denver to expand the integrations further to project portfolio systems - Nostra PPM for capital project management and EcoSys – used for capital project management forecasting.

Delivering on Executable Transformation
“We proved we could deliver in this realm, and that gave the client the confidence to scale the scope of the activity,” says Simon Charewicz, Service Owner, Denver. “We now offer turnaround integration as a product, that can be scaled across all refineries to support their activities.”
Key to program success is the ability to work closely with multiple teams within the client, with support across the globe in multiple time zones. “We apply a ‘follow the sun’ model and embed ourselves within the client to deliver the highest quality outcomes for turnaround integration,” says Charewicz. “Awarding this work as a DevOps service (development and service) means anything we build we support.
“We must support what we build, so part of what we are doing as we build out the integration landscape is provide the APIs to different teams and divisions within the operator so they can reuse them to solve their own business problems.”
With the Roser integration, the client is moving away from spreadsheets and is ideally positioned to execute turnarounds with optimum efficiency, with access to accurate, timely data and clear systems and processes across their value chain.